Prior KM research suggests that organizational culture influences directly or indirectly the effective use of Knowledge Management Systems (KMS). These studies suggest that we would expect individuals to respond more favourably to KM technologies whose use supports one or more of the organization’s underlying values. In this article, we propose a framework to help organizations articulate how culture affects their units’ ability to create, transfer and apply knowledge through KMS effective use. We also present an exploratory case study we have performed in an international organization and we discuss the managerial implications of our results.